Life Cycle

The personality of a project consists of individuals who, in turn, have complicated personalities. Taibi Kahler proposes, Observing people is like observing holograms. A hologram comprises hundreds of thousands of independent images, each of which portrays a complete object

So far we have explained processes and life cycles as a framework for performing software project management. This section explains the beginning of formal project creation. In this section, we explain how the project and product processes fit together to define a unique project

Why plan? Won't the plans just change anyway? Why waste a lot of time and effort writing down what we think we're going to do, just to have blind luck change it all before we're done? Why not "just do it" and handle whatever happens whenever it happens? These are good questions

This is a vital document of a project. It describes how the project is supposed to be executed and what it is going to create. Next in importance would be the SRS. The SPMP should include definitive project information that contains:

If you have obtained a project charter and an excited customer, why go to the trouble to build a work breakdown structure? After all, aren't you a software engineering professional? The work breakdown structure (WBS) is the heart of a project plan, as most of the other parts of a

A WBS can be organized in many ways, but it is generally best to arrange the activities around major work products and customer deliverables that will satisfy the customer's requirements. We make a distinction here between work products (anything tangible produced by

The WBS is the key work product needed to do software project estimating. In many projects, what hurts you the most are not the things that you estimate poorly, but the things that you forget to include at all. In preparation for sizing the work to be done (see "Software Size and

As explained in "Creating the Work Breakdown Structure" building a product-oriented work breakdown structure (WBS) involves decomposing a large activity (the whole project) into successively smaller activities (top-down approach) until the work is explained in detail to manage

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